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Good to Greatby Jim Collins
Jennifer Zajac
Fundamentals of Educational Administration
Kent State University
Research
• Five-year research study• Criteria - triple market performance over a
15 year period• Included a comparison study• Identified key differential components
Findings
• Level 5 Leadership• First Who…Then What• Confront the Brutal Facts (but don’t lose
faith)• The Hedgehog Concept• A Culture of Discipline• Technology Accelerator• The Flywheel and the Doom Loop
Level 5 Leadership
• Personal humility and professional will• Set successors up for success• Humble• Determined to achieve results• Window and Mirror
First Who…Then What
• First, get the right people on board– Character, work ethic, basic intelligence,
dedication to fulfilling commitments, values
• Then determine a direction for the company
• Comparable pay
Confront the Brutal Facts
• Stockdale Paradox• Culture that appreciates truth
– Lead with questions– Dialogue and debate– Investigate– Red flag mechanism
• Ignoring the facts de-motivates people
The Hedgehog Concept
• Create a council to “Confront the brutal facts” and keep the company focused on the three circles
• Takes time to develop (avg. 4 yrs.)
Culture of Discipline
• Disciplined people• Disciplined thought• Disciplined action• “Stop Doing” list
Technology Accelerators
• Technology is an accelerator, not the focus• Crawl, walk, run
The Flywheel and the Doom Loop
• Buildup leads to breakthrough• No focus on “motivating the troops”• Doom Loop
– Attempt to do the “next best thing” with no lead up
– Embrace fads– Inconsistent– Lack of forethought
Implications for Schools
• Level 5 Leadership – child focused• First Who then What – dedicated faculty and staff
deciding on what will help students learn• Confront the Brutal Facts – what isn’t working• The Hedgehog Concept – passion for the culture
and teaching, what strategies work for us, positive test results
• Culture of Discipline• Technology Accelerators – how will technology help
students learn, not simply use it to show we can